Question 1

The balanced scorecard approach to performance evaluation

Accepted Answer

A)  I and III only 
B)  I and II only 
C)  II and III only 
D)  I, II, and III 
A)  I and III only 
B)  I and II only 
C)  II and III only 
D)  I, II, and III

Question 2

The balanced scorecard's perspectives

Accepted Answer

A)  Are linked through careful managerial analysis 
B)  Are not linked in any meaningful way 
C)  Are a relatively unimportant part of the scorecard 
D)  Are exclusively focused on internal measures in not-for-profit organisations 
A)  Are linked through careful managerial analysis 
B)  Are not linked in any meaningful way 
C)  Are a relatively unimportant part of the scorecard 
D)  Are exclusively focused on internal measures in not-for-profit organisations

Question 3

The purpose of a balanced scorecard is to translate organisational vision and strategies into performance objectives that can be monitored over time.

Accepted Answer

A) True 
 B)False

Question 4

Once balanced scorecard measures have been chosen, they should not be changed for at least five years.

Accepted Answer

A) True 
 B)False

Question 5

The balanced scorecard may be inappropriate for

Accepted Answer

A)  Compensating employees 
B)  Motivating employees 
C)  Generating improved financial performance 
D)  Improving communication 
A)  Compensating employees 
B)  Motivating employees 
C)  Generating improved financial performance 
D)  Improving communication

Question 6

Components of organisational strategy include

Accepted Answer

A)  Short-term financing 
B)  Actual operations 
C)  Financial structure 
D)  Comparing actual results to the budget 
A)  Short-term financing 
B)  Actual operations 
C)  Financial structure 
D)  Comparing actual results to the budget

Question 7

The perspectives in a typical balanced scorecard include all of the following except

Accepted Answer

A)  Qualitative 
B)  Financial 
C)  Customer 
D)  Learning and growth 
A)  Qualitative 
B)  Financial 
C)  Customer 
D)  Learning and growth

Question 8

National Bank of Victoria (NBOV) is the fourth largest commercial bank in Australia. NBOV assets total $46.1 billion, loans of $26 billion, and total deposits of $35.5 billion. It provides online, telephone, and traditional banking and investment services to both individuals and businesses in Australia. NBOV's mission is to create an exceptional customer experience internationally by providing solutions through leading technologies, offering a wide selection of financial products and services, and leveraging experience to meet customers' needs. NBOV could develop a balanced scorecard for

Accepted Answer

A)  I, II, and III only 
B)  II, III, and IV only 
C)  I, II, and IV only 
D)  I, II, III, and IV 
A)  I, II, and III only 
B)  II, III, and IV only 
C)  I, II, and IV only 
D)  I, II, III, and IV

Question 9

An organisational vision is concerned with creating value for stakeholders, including

Accepted Answer

A)  I and II only 
B)  II and III only 
C)  I and III only 
D)  I, II, and III 
A)  I and II only 
B)  II and III only 
C)  I and III only 
D)  I, II, and III

Question 10

Strengths of the balanced scorecard related to communication and linkages include

Accepted Answer

A)  I and II only 
B)  I and III only 
C)  II and III only 
D)  I, II, and III 
A)  I and II only 
B)  I and III only 
C)  II and III only 
D)  I, II, and III

Question 11

The basis of a balanced scorecard is continuous strategic analysis from as many perspectives as possible.

Accepted Answer

A) True 
 B)False

Question 12

Strengths of the balanced scorecard can typically be summarised in three groups. Which of the following is not one of them?

Accepted Answer

A)  Communication and linkages 
B)  Guidance for improvements 
C)  Motivation 
D)  Cost 
A)  Communication and linkages 
B)  Guidance for improvements 
C)  Motivation 
D)  Cost

Question 13

A balanced scorecard usually contains four perspectives: customer, financial, internal business process, and learning and growth.

Accepted Answer

A) True 
 B)False

Question 14

The balanced scorecard implementation process begins with

Accepted Answer

A)  Selecting an implementation team. 
B)  Developing measures for each perspective. 
C)  Hiring an outside consultant. 
D)  Clarifying organisational vision. 
A)  Selecting an implementation team. 
B)  Developing measures for each perspective. 
C)  Hiring an outside consultant. 
D)  Clarifying organisational vision.

Question 15

Steps in the post-sales service cycle of the value chain include

Accepted Answer

A)  Identifying customer preferences 
B)  Designing products and services 
C)  Building products and services 
D)  Providing customer service 
A)  Identifying customer preferences 
B)  Designing products and services 
C)  Building products and services 
D)  Providing customer service

Question 16

Non-financial measures are typically not objective enough to serve as effective performance measures.

Accepted Answer

A) True 
 B)False

Question 17

The balanced scorecard approach has been criticised for not capturing core values related to

Accepted Answer

A)  Relations with regulators or approaches to the environment 
B)  Customer satisfaction 
C)  Shareholder returns 
D)  Employee attitudes 
A)  Relations with regulators or approaches to the environment 
B)  Customer satisfaction 
C)  Shareholder returns 
D)  Employee attitudes

Question 18

An organisation's core competencies can include productivity, reputation, and regulatory advantages.

Accepted Answer

A) True 
 B)False

Question 19

Which of the following is a synonym for an organisation's vision?

Accepted Answer

A)  Purpose and ideology 
B)  Core competencies 
C)  Organisational strategies 
D)  Operating plans 
A)  Purpose and ideology 
B)  Core competencies 
C)  Organisational strategies 
D)  Operating plans

Question 20

The steps and cycles in the value chain are most closely associated with which balanced scorecard perspective?

Accepted Answer

A)  Financial 
B)  Customer 
C)  Internal business process 
D)  Learning and growth 
A)  Financial 
B)  Customer 
C)  Internal business process 
D)  Learning and growth

The balanced scorecard approach to performance evaluation

The balanced scorecard's perspectives

The purpose of a balanced scorecard is to translate organisational vision and strategies into performance objectives that can be monitored over time.

Once balanced scorecard measures have been chosen, they should not be changed for at least five years.

The balanced scorecard may be inappropriate for

Components of organisational strategy include

The perspectives in a typical balanced scorecard include all of the following except

An organisational vision is concerned with creating value for stakeholders, including

Strengths of the balanced scorecard related to communication and linkages include

The basis of a balanced scorecard is continuous strategic analysis from as many perspectives as possible.

Strengths of the balanced scorecard can typically be summarised in three groups. Which of the following is not one of them?

A balanced scorecard usually contains four perspectives: customer, financial, internal business process, and learning and growth.

The balanced scorecard implementation process begins with

Steps in the post-sales service cycle of the value chain include

Non-financial measures are typically not objective enough to serve as effective performance measures.

The balanced scorecard approach has been criticised for not capturing core values related to

An organisation's core competencies can include productivity, reputation, and regulatory advantages.

Which of the following is a synonym for an organisation's vision?

The steps and cycles in the value chain are most closely associated with which balanced scorecard perspective?

The Role of Accounting Information in Management Decision Making

Cost Concepts, Behaviour and Estimation

A Costing Framework and Cost Allocation

Cost-Volume-Profit Cvp Analysis

Job Costing Systems

Process Costing Systems

Absorption, Variable and Throughput Costing

Activity Analysis: Costing and Management

Relevant Costs for Decision Making

Standard Costs, Flexible Budgets and Variance Analysis

Operational Budgets

Strategy and Control

Planning and Budgeting for Strategic Success

Capital Budgeting and Strategic Investment Decisions

The Strategic Management of Costs and Revenues

Strategic Management Control: a Lean Perspective

Responsibility Accounting, Performance Evaluation and Transfer Pricing

Rewards, Incentives and Risk Management

Sustainability Management Accounting

Filters

Exam 18: The Balanced Scorecard and Strategy Maps

The balanced scorecard approach to performance evaluation

The balanced scorecard's perspectives

The purpose of a balanced scorecard is to translate organisational vision and strategies into performance objectives that can be monitored over time.

Once balanced scorecard measures have been chosen, they should not be changed for at least five years.

The balanced scorecard may be inappropriate for

Components of organisational strategy include

The perspectives in a typical balanced scorecard include all of the following except

An organisational vision is concerned with creating value for stakeholders, including

Strengths of the balanced scorecard related to communication and linkages include

The basis of a balanced scorecard is continuous strategic analysis from as many perspectives as possible.

Strengths of the balanced scorecard can typically be summarised in three groups. Which of the following is not one of them?

A balanced scorecard usually contains four perspectives: customer, financial, internal business process, and learning and growth.

The balanced scorecard implementation process begins with

Steps in the post-sales service cycle of the value chain include

Non-financial measures are typically not objective enough to serve as effective performance measures.

The balanced scorecard approach has been criticised for not capturing core values related to

An organisation's core competencies can include productivity, reputation, and regulatory advantages.

Which of the following is a synonym for an organisation's vision?

The steps and cycles in the value chain are most closely associated with which balanced scorecard perspective?

The Role of Accounting Information in Management Decision Making

Cost Concepts, Behaviour and Estimation

A Costing Framework and Cost Allocation

Cost-Volume-Profit Cvp Analysis

Job Costing Systems

Process Costing Systems

Absorption, Variable and Throughput Costing

Activity Analysis: Costing and Management

Relevant Costs for Decision Making

Standard Costs, Flexible Budgets and Variance Analysis

Operational Budgets

Strategy and Control

Planning and Budgeting for Strategic Success

Capital Budgeting and Strategic Investment Decisions

The Strategic Management of Costs and Revenues

Strategic Management Control: a Lean Perspective

Responsibility Accounting, Performance Evaluation and Transfer Pricing

Rewards, Incentives and Risk Management

Sustainability Management Accounting

Filters